S
N
O
TI
LU
O
KS
AN
S TB
TE
, Table of Content
TE
1. Management.
2. History of Management.
S
3. Organizational Environments and Cultures.
TB
4. Ethics and Social Responsibility.
5. Planning and Decision Making.
6. Organizational Strategy.
A
7. Innovation and Change.
N
8. Global Management.
9. Designing Adaptive Organizations.
KS
10. Managing Teams.
11. Managing Human Resource Systems.
O
12. Managing Individuals and a Diverse Work Force.
13. Motivation.
LU
14. Leadership.
15. Managing Communication.
TI
16. Control.
17. Managing Information.
O
18. Managing Service and Manufacturing Operations.
N
S
, TEST BANK FOR MANAGEMENT 7TH EDITION BY
WILLIAMS
TE
Chapter 1: Management
TRUE/FALSE
S
1. While good management is basic to starting and growing a business, once some measure of
success has been achieved, good management becomes less important.
TB
ANS: F
Good management is basic to starting a business, growing a business, and maintaining a business once it
has achieved some measure of success.
PTS: 1 DIF: Easy REF: 6 TOP: AACSB Analytic
KEY: Creation of Value
A
2. Managers are responsible for doing the basic work in the company.
N
ANS: F
The manager’s job is not to do the basic work in the company, but to help others do their work.
KS
PTS: 1 DIF: Easy REF: 7 TOP: AACSB Reflective Thinking
KEY: Creation of Value
3. Companies that plan have larger profits and faster growth than companies that don’t.
ANS: T PTS: 1 DIF: Easy REF: 9
O
TOP: AACSB Reflective Thinking KEY: Creation of Value
4. The classical functions of management are (1) making things happen, (2) meeting the
competition, (3) organizing people, projects, and processes, and (4) leading.
LU
ANS: F
The classical functions of management are planning, organizing, leading, and controlling.
PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Reflective Thinking
TI
KEY: Leadership Principles | HRM | Strategy | Creation of Value
5. According to What Really Works, Meta-Analysis, meta-analysis is a research tool that combines
the results of a number of research studies.
O
ANS: T PTS: 1 DIF: Easy REF: 10-11
TOP: AACSB Reflective Thinking KEY: Creation of Value
N
6. According to the What Really Works box, meta-analysis is useful for management theorists and
researchers, but it has little value for the practicing manager.
S
ANS: F
Meta-analysis is also useful for practicing managers, because it shows what works and the conditions
under which management techniques may work better or worse in the “real world.”
, PTS: 1 DIF: Moderate REF: 10-11 TOP: AACSB Reflective Thinking
KEY: Creation of Value
TE
7. Top managers are responsible for creating a context for change in the organization.
ANS: T PTS: 1 DIF: Moderate REF: 13-14
TOP: AACSB Reflective Thinking KEY: Creation of Value
S
8. Top managers are the managers responsible for facilitating team activities toward goal
accomplishment.
TB
ANS: F
Top managers are executives responsible for the overall direction of the organization; team leaders are the
managers responsible for facilitating team activities toward goal accomplishment.
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
A
TOP: AACSB Reflective Thinking KEY: Group Dynamics
9. As the health-care team leader for Commerce Bank, Emmett Conlon is responsible for facilitating
N
his team’s performance and should not be involved with any employees outside of his team.
ANS: F
KS
Team leaders are responsible not only for facilitating team performance, but also for acting as liaisons
between their teams and other company teams.
PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Analytic
KEY: Group Dynamics | Leadership Principles
O
10. Typical titles used for top managers are general manager, plant manager, regional manager, and
divisional manager.
ANS: F
LU
These are typical titles for middle managers, not top managers. See Exhibit 1.2.
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: Creation of Value | HRM
11. First-line managers are responsible for setting objectives consistent with organizational goals and
TI
planning and implementing subunit strategies for achieving these objectives.
ANS: F
This is the responsibility of middle managers. See Exhibit 1.2.
O
PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking
KEY: Strategy
N
12. Bandai, the third-largest toy maker in the world, has embarked on a series of acquisitions in an
effort to become the leading toy maker in the world. The decision to adopt this goal was most likely
S
made by its top management.
N
O
TI
LU
O
KS
AN
S TB
TE
, Table of Content
TE
1. Management.
2. History of Management.
S
3. Organizational Environments and Cultures.
TB
4. Ethics and Social Responsibility.
5. Planning and Decision Making.
6. Organizational Strategy.
A
7. Innovation and Change.
N
8. Global Management.
9. Designing Adaptive Organizations.
KS
10. Managing Teams.
11. Managing Human Resource Systems.
O
12. Managing Individuals and a Diverse Work Force.
13. Motivation.
LU
14. Leadership.
15. Managing Communication.
TI
16. Control.
17. Managing Information.
O
18. Managing Service and Manufacturing Operations.
N
S
, TEST BANK FOR MANAGEMENT 7TH EDITION BY
WILLIAMS
TE
Chapter 1: Management
TRUE/FALSE
S
1. While good management is basic to starting and growing a business, once some measure of
success has been achieved, good management becomes less important.
TB
ANS: F
Good management is basic to starting a business, growing a business, and maintaining a business once it
has achieved some measure of success.
PTS: 1 DIF: Easy REF: 6 TOP: AACSB Analytic
KEY: Creation of Value
A
2. Managers are responsible for doing the basic work in the company.
N
ANS: F
The manager’s job is not to do the basic work in the company, but to help others do their work.
KS
PTS: 1 DIF: Easy REF: 7 TOP: AACSB Reflective Thinking
KEY: Creation of Value
3. Companies that plan have larger profits and faster growth than companies that don’t.
ANS: T PTS: 1 DIF: Easy REF: 9
O
TOP: AACSB Reflective Thinking KEY: Creation of Value
4. The classical functions of management are (1) making things happen, (2) meeting the
competition, (3) organizing people, projects, and processes, and (4) leading.
LU
ANS: F
The classical functions of management are planning, organizing, leading, and controlling.
PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Reflective Thinking
TI
KEY: Leadership Principles | HRM | Strategy | Creation of Value
5. According to What Really Works, Meta-Analysis, meta-analysis is a research tool that combines
the results of a number of research studies.
O
ANS: T PTS: 1 DIF: Easy REF: 10-11
TOP: AACSB Reflective Thinking KEY: Creation of Value
N
6. According to the What Really Works box, meta-analysis is useful for management theorists and
researchers, but it has little value for the practicing manager.
S
ANS: F
Meta-analysis is also useful for practicing managers, because it shows what works and the conditions
under which management techniques may work better or worse in the “real world.”
, PTS: 1 DIF: Moderate REF: 10-11 TOP: AACSB Reflective Thinking
KEY: Creation of Value
TE
7. Top managers are responsible for creating a context for change in the organization.
ANS: T PTS: 1 DIF: Moderate REF: 13-14
TOP: AACSB Reflective Thinking KEY: Creation of Value
S
8. Top managers are the managers responsible for facilitating team activities toward goal
accomplishment.
TB
ANS: F
Top managers are executives responsible for the overall direction of the organization; team leaders are the
managers responsible for facilitating team activities toward goal accomplishment.
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
A
TOP: AACSB Reflective Thinking KEY: Group Dynamics
9. As the health-care team leader for Commerce Bank, Emmett Conlon is responsible for facilitating
N
his team’s performance and should not be involved with any employees outside of his team.
ANS: F
KS
Team leaders are responsible not only for facilitating team performance, but also for acting as liaisons
between their teams and other company teams.
PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Analytic
KEY: Group Dynamics | Leadership Principles
O
10. Typical titles used for top managers are general manager, plant manager, regional manager, and
divisional manager.
ANS: F
LU
These are typical titles for middle managers, not top managers. See Exhibit 1.2.
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: Creation of Value | HRM
11. First-line managers are responsible for setting objectives consistent with organizational goals and
TI
planning and implementing subunit strategies for achieving these objectives.
ANS: F
This is the responsibility of middle managers. See Exhibit 1.2.
O
PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking
KEY: Strategy
N
12. Bandai, the third-largest toy maker in the world, has embarked on a series of acquisitions in an
effort to become the leading toy maker in the world. The decision to adopt this goal was most likely
S
made by its top management.
